door2door sales consultant in Pune

Face to Face Marketing and Door to Door Marketing 

Nothing beats the reality that one gets when you can interact with potential clients face to face physically moving from door to door within a community or household to household, face to face field marketing is also called personal selling or door to door marketing, customers are met directly in order to sell their products, using this method of field marketing we rely on our skills and persuasive abilities. During the period where we get to interact with the client face to face we get more chance to pass across edible information which would be useful to all our customers at that time and it’s also an opportunity for us to get feedback and to gauge your opinion about our business.

I did door-to-door sales for nine years, in hundreds of different cities and towns all across the india. Through long, hard, agonizing trial and error, I eventually developed enough skill that I could take any product into any area on any day and make sales.

In the beginning, I struggled. But when I was about to give up on myself and quit (like 99.9% of people that try door-to-door sales do within their first few days),  experienced salesperson to give me a chance to get on track.

What I saw that day changed my life forever.

I watched as the experienced salesperson drove to an area where he had previous sales success, and listened as he explained to me why he parked his car in the exact spot he did to start his day and laid out his exact plan of attack.
Within the first 10 minutes, I learned a valuable lesson that not only made my door-to-door sales career much easier, but has also been the key to bringing in millions of dollars in revenue for my own companies, and those of thousands of others I’ve consulted to:

A current customer is the easiest person to make a sale to – many, many times easier (and less expensive) than trying to get new customers.

Most business owners operate a risky, day-to-day, transactional business, believing that the reason for getting a customer is to make a sale. That’s their biggest problem: making nothing more than “a” sale to a customer. After that initial transaction, they simply hope that their product or service or location is good enough that they will get a repeat visit from that customer.

On the other hand, sharp business owners (and door-to-door salespeople!) know that the point to making a sale is to get a customer. We have systems put together to maximize the value of that customer by making future offers to them, so that they buy more of the same product or service, or a different version, or even an entirely different product or service.

In other words, we recognize that a current customer is the easiest person to sell to, and a prospect is the hardest and most-expensive person to sell to. Therefore, we concentrate on maximizing the value of every new customer we get.

If you want to grow your business during these challenging economic times (and even during boom times), your time and effort should be invested in working to turn prospects into customers and retain them to market to in the future.
While your marketing is doing its job to get you prospects, you need to be working on turning those prospects into customers. There are a few key ways to draw them in and seal the deal. You need to be:

Inviting
Informative
Enjoyable

The biggest fear of most new customers is the dreaded “buyer’s remorse.” You want to minimize this as best you can, and if you’ve provided a quality product or service that delivers on the marketing claims you’ve made, the risk will be lower.

However, returns can still occur. Here are the two most effective ways to deal with this:

Offer to refund money — no questions asked
Offer a bonus they can keep even if they return the product

These offers alone will also lessen the impact of buyer’s remorse, because the customer will trust you more just because you showed the confidence in your product or service to offer these options in the first place.

There are number of other ways to turn a prospect into a customer:

Offer a special price as an opportunity for them to test the market.
Offer a lower price with a legitimate reason, such as clearing out inventory to pay a tax bill, for your kid’s braces, or another tangible reason. (Added bonus: Customers love you for doing this, because it makes you so much more human to them.)
Offer a referral incentive.
Offer a smaller, less expensive entry-level product to build trust.
Offer package deals.
Offer to charge less for their first purchase if they become a repeat customer.
Offer extra incentives, such as longer warranties or free bonuses, if they order by a certain date.
Offer financing options, if applicable.
Offer a bonus if they pay in full.
Offer special packaging or delivery.
Offer “name-your-own-price” incentives.
Offer comparative data or other comparison tools.
Offer to let them trade up or upgrade to something better if they want.
Offer additional, educational information to help them make the decision.

The options are really only limited by your imagination and marketing skill. You can use these or other ideas to discover what works the best for your specific business, with your specific products, services and target market.

Even if you ever find yourself doing door-to-door sales.

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Building Customer Satisfaction, Value and Retention

In this world of extreme competition, companies with a total focus on customer are going to be the winner. Companies must understand importance of customer satisfaction and then build process around it. A satisfied customer will be a loyal customer.

There are large offering of products and services available in the market then why the customer should choose a given company’s product. According to various research and studies it has been confirmed that consumer will purchase products, which given them maximum perceived value. This value comes from calculating the cost associated with the emotional level decision like the brand image, corporate brand, sales personnel image and functional image. This value converts to total customer cost by including purchase cost, time-energy in evaluation of product and intuitive cost.

Consumer will take decisions after considering the total cost associated with purchase, perceived and otherwise. If after the purchase product performs as expected than customer is considered satisfied. A completely satisfied customer is likely to repurchase the product and even promote the product through a word of mouth. Companies are aiming for total customer satisfaction, which can be achieved after understanding customer expectation and then delivering as per the expectation.

Companies are able to achieve this state of total customer satisfaction by incorporating good business practices. These practices are constructed around stakeholders, business process, resource and organization. Company’s stakeholders consist of employees, suppliers, distributors and customers. Earlier focus has always solely been on shareholders, but now stakeholders need to be satisfied for shareholder’s profit. Companies need to define boundaries of relation with stakeholders as to get maximum value for every participant. To ensure maximum value, companies need to develop business processes, which understand and fulfill customer expectations. This can be achieved by aligning cross functional teams across critical processes, to create one smooth flow. Companies need to understand its core competencies and develop them, thereby successfully managing its resources. Organizational structure, design and policies have to be suitable to facilitate the introduction of total customer satisfaction culture.

Companies through creating and delivering value can develop total customer satisfaction. Company itself can be considered as a value chain consisting of primary and secondary activities. Primary activities consist of inbound materials, operation, delivering finished products, sales/marketing and servicing clients. Secondary activities consist of functional departments like technology department, procurement department, human resource and finance department. This value created is delivered to customer through the distribution channel under the principle of supply chain management.

Customers in the digital age are much more conscious and aware of their need and wants, making them a difficult lot to please. Companies run marketing campaign highlighting points of similarity and difference with competitor’s products. The art is not at attracting the customer, but it is at retaining the customer and creating long term relation with them. Companies usually suffer from churning effect where customers do not make the repurchase. Companies need to work hard in identifying reasons behind this churning. Once reasons are identified separate them on the basis of manageable and non-manageable issues and then work hard at eliminating manageable issues.

Companies need to develop policies and measure at retaining customers along with attracting new customers. This art of retention can be achieved through customer relationship management (CRM). In CRM the task is to develop strong consumer based brand equity, which is done by converting first time buyer to repeat buyer to a client to a member to advocates and finally to partners. During these course companies can look forward to offering financial benefits in terms of discount for frequent buyers or also by association with a social cause.

Companies are in business to make the profit. Therefore, it has to identify profitable customers. Profitable customers provide a revenue stream more than the expense stream on retaining them. And this revenue stream should be higher for a company to have a competitive advantage. More and more companies are deploying total quality management approach across the organization to build and deliver customer satisfaction.

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Articales from http://www.managementstudyguide.com

Brand engagement

Brand engagement is the process of forming an emotional or rational attachment between a consumer and a brand. It comprises one aspect of brand management.

External

Brand engagement between a brand and its consumers/potential consumers is a key objective of a brand marketing effort.

In general, the ways a brand connects to its consumer is via a range of “touchpoints“—that is, a sequence or list of potential ways the brand makes contact with the individual. Examples include retail environments, advertising, word of mouth, online, and the product/service itself.

Internal (“close stakeholder”)

There are two broad areas where brand engagement is relevant within an organization (employees and close stakeholders such as franchise staff, call centers, suppliers or intermediaries).

The first area is ensuring that the employer brand promised to employees is delivered upon once employees join the firm. If the employee experience is not what is promised, this could result in increased employee turnover and/or decreased performance.

The second area is ensuring employees and close stakeholders of an organization completely understand the organization’s brand, and what it stands for—and to make sure that their activities on a day-to-day basis are contributing to expressing that brand through the customer experience.

In general, this requires an ongoing effort on the part of the organization to ensure that its employees and close stakeholders understand what the brand is promising to its customers, and to help all employees clearly understand how their actions and behaviors, on a day-to-day basis, either support or undermine the effort.

This often raises the issue of the value of investment in “brand engagement.” It is a discretionary expense on the part of the organization. Proponents of brand engagement would argue that this is an investment—that is, the benefits to the organization outweigh the cost of the program.

Within any organization there is competition for resources, so there is a significant need to demonstrate return on investment in employee engagement/internal communications. While it is generally accepted that it is important for internal communications professionals to demonstrate the value this function delivers to the organization, it is difficult to place a discrete figure on this contribution.

Best practice in internal communications generally adheres to certain principles:

• Understanding the stakeholder (audiences)
• Knowing what messages and information is appropriate for each audience
• Ensuring that there is a feedback mechanism in place so communication is a dialogue
• Measuring effectiveness
• Enhancing participation and collaboration.

An aspect of internal brand engagement is brand orientation which refers to “the degree to which the organization values brands and its practices are oriented towards building brand capabilities.”

Thought leaders are increasingly placing employee engagement at the forefront of the fight for greater authenticity in the workplace, increased employee satisfaction and ultimately greater retention and improved customer service. They are passionate about the link to bottom line benefits and strongly advocate working on brands from the inside out. There are a range of experts and service providers who have created offers to bring the brand to life—all agree that the employee side of the equation is far more important than has been historically acknowledged.

The measurement angle

Much internal communication and employee engagement practice is based on measurement of effectiveness or business contribution. The key elements in creating a model of employee engagement is the measurement of “engagement drivers”—that is, what are the factors or combinations of factors which affect productivity and commitment and can be monitored and addressed through people, process or technology changes?

Many of the “engagement drivers” currently in use internally are HR focused, and in many cases do not delve deeply into the employee’s role in delivering the brand/customer experience as a distinct element.

Example

Probably the most compelling example of this is the service-profit chain. The first real case study of this appeared in “The Service Profit Chain” (the so-called Sears Model, Harvard Business Review, 1997). This statistical model tracks increases in employee “engagement drivers” to correlated increases in customer satisfaction and loyalty, and then correlates this to increases in total shareholder return (TSR), revenue and other financial performance measures.

Since the service-profit chain emerged, it’s been developed, and criticized, but the general consensus is that employee engagement can contribute roughly 20% to an organization’s TSR (various Vivaldi, Watson Wyatt, Towers Perrin studies 2004, 2005, 2006).

Collaboration and connectivity vs. content management

While some organizations are realizing the benefits of collaboration and work flow online, there appears to be significant focus on publishing and managing content, generally via content management systems.

There is an emerging school of thought that organizational perspectives on technology are frequently misaligned with the actual requirements and desires of the users of the technology. That is, the nature (or intention) of a technology may not always determine the nature of its use – the telephone, for example, was originally intended as a broadcast medium^{[citation needed]}. Its designers were focused on delivering content, while its users sought – and still value – connectivity(1).

The social media phenomenon presents emerging evidence that this quest for connectivity is rapidly becoming a core focus of communication technology within organizations. This potentially creates a disconnect with more traditional content-driven models of internal communication—delivering (or making easily available) the right content at the right time to the right people using the right media.

Therefore, there could be a great deal of potential within organisations, using their existing technologies, to derive cultural and performance benefits from re-thinking how they communicate, make decisions and work virtually.

Sales Strategy and Execution

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door2door sales consultant in Pune

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